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Its most relevant decision was the transformation of the culture of the BA, which would not be in the “transportation business” but in the customer services market, re-orienting it towards the external driven framework. (2005) Profit over people: neoliberalism and global order. This change management would allow to focus in the client and provide a quick response to the markets needs, as the customer became the center of the management policies. Achieving Post Merger Success: a stakeholder guide to due diligence, assessment and integration. The culture change was allied to the structural change of the company, which had passed through wage cuts and reformulation of compensations.
In this sense, the approach of the BA group can be understood from a systemic perspective, as it conceives both organizational and group mechanisms.
The leadership, management training and other programs demonstrates the equilibrium weight between the HRM mechanisms.
Change Management British Airways – In liquid times (Bauman, 2007), the market is characterized by growing complexity and the capacity to innovate is essential to survival of the firms, as there are more competition.
In this context, the traditional factors of production become obsolete fast, and the human resources emerges as the flexible factor that gives dynamism to the firms, been more than a strategic asset , but the competitive advantage (Barney and Wright, 1997) , as it can responds quickly to these changes. Managing Innovation and Change Management British Airways.
This is because the cultural change supposes a series of inferences which are linked by the behavior of the group according to its values, thus, although companies modifies and creates subcultures in the long run (Avolio, 2011), the leadership and fellowship training programs and strategies, and, the structural change, also were fundamental to enable the cultural shift of the organization, consolidating the BA position in the market in the 1990s.